Project management ABC: I for Ishikawa diagram

Recognize causes, solve problems

What is an Ishikawa diagram?

The Ishikawa diagram was developed in the 1960s by the Japanese quality management expert Kaoru Ishikawa. The aim was to provide a method with which the causes of a specific problem could be analyzed in a structured manner. It is presented in the form of a fishbone diagram: the problem (the effect) is on the right, from where the main cause categories branch out as lines – the so-called “fishbones” – to the left. Initially there were four categories, but these were gradually expanded to six and then eight as the business world became more complex and more factors needed to be considered. Each of these main categories is further subdivided to capture possible individual causes. The result is a clear, graphical representation of complex relationships that encourages both analytical thinking and creative solutions.

Structure and elements of the Ishikawa diagram

On the right is the effect, i.e. the problem to be analyzed. From there, there are usually six main branches, which typically represent the following categories:

1. Human (personnel): This category includes errors caused by human behavior, inadequate knowledge, communication, conflict or motivation
2. Machine (technology): Technical defects, outdated systems or lack of maintenance, for example, fall into this area.
3. Material: This refers to the quality of the materials used, availability or specifications of the raw and auxiliary materials.
4. Method (processes): Workflows, standards, procedures or, for example, the project management method fall into this area.
5. Milieu (environment): All environmental conditions, the physical or organizational environment that occur outside the company but still have an influence on the process, fall into this category. These can be, for example, environmental influences such as temperature or humidity, but also competitors, legal requirements and industry developments.
6. Management: Managers also often have a significant influence on problems. Management errors, inadequate planning or poor communication by managers therefore fall into this category
7. Measurement (data): This involves, for example, incorrect or missing measurement data or incorrect interpretations.
8. Money: Cost pressure, budget cuts or wrong investment decisions often also have a major impact and should therefore be considered.
   These categories serve as a framework for structured brainstorming. Depending on the industry and problem, they can be adapted or expanded.

Areas of application in project management

The Ishikawa diagram has many applications in project management, especially in the following areas:

• Quality management: analysis of deviations in product or process quality
• Risk management: Identification of potential sources of error in advance
• Error analysis: Investigation of disruptions or problems in the project process
• Lessons learned: Structured processing after project completion
• Team communication: Promotes the exchange of different perspectives and common understanding

Step-by-step instructions for creation

1. define the problem:
The problem to be investigated must be formulated clearly and unambiguously. It should be a concrete, observable phenomenon (e.g. “project delay of 4 weeks”). Now draw a template for the diagram and note the problem on the right-hand side as the head of the fish.

2. collect causes (brainstorming):
The team then collects possible causes for each main category and notes them down on the corresponding branches. Creativity is required here, but also factual knowledge. The aim is not yet to collect only high-quality causes, but to look at the problem from different angles in order to identify less visible causes.

3. analyze causes:
Each cause is then scrutinized: How plausible is it? Is there evidence or circumstantial evidence? The causes are evaluated according to their relevance, frequency or influence on the problem, e.g. using an ABC analysis. In this way, select the most likely causes or the causes with the greatest impact.

4. derive measures:
Such a root cause analysis only makes sense if measures are subsequently derived from the result. You should therefore now define specific courses of action to rectify or prevent the problem.

Advantages and limitations of the Ishikawa diagram

Advantages:

• Systematic analysis: Enables a structured investigation of complex problems.
• Team-oriented: Promotes collaborative work and different perspectives.
• Visually catchy: The graphic representation makes it easier to understand.
• Flexible: Can be used in a wide variety of contexts and industries.

Limits:

• No weighting of the causes: The diagram only shows possibilities, not probabilities.
• Requires moderation: Without a clear structure, brainstorming can be uncoordinated.
• Not suitable for simple problems: For clear, obvious causes, the effort involved is disproportionately high.

Practical example: Analyzing project delays

A project team is faced with the challenge that an IT project has been significantly delayed. The project management decides to use an Ishikawa diagram. The following insights are gained in a workshop:

• People: Inadequate resource planning, overloading of individual team members
• Method: Lack of agile processes, no clear sprint goals
• Machine: Outdated development environment, long loading times
• Environment: High communication effort due to remote work
• Material: Incorrect requirements due to unclear customer specifications
• Management: Unclear allocation of roles, lack of leadership in prioritizing goals
• Measurement: Insufficient monitoring, no timely detection of delays
• Money: Budget limits hinder important technical upgrades and external support

Following the analysis, targeted measures are derived, including adapting the team structure, introducing suitable agile methods and improving the technical infrastructure.

Tips for effective use

• Interdisciplinary teams: Involve different specialist areas to avoid blind spots.
• Moderation: An experienced moderator provides structure and a focus on results.
• Combine the 5-Why method: The 5-Why method can be used to scrutinize the causes more deeply and not remain on the surface.
• Regular updates: The diagram is a living document and should be updated as new findings emerge.

Conclusion

The Ishikawa diagram is a proven instrument in the project management toolbox. It supports teams in systematically analyzing problems, making causes visible and developing sustainable solutions. The fishbone diagram is a valuable aid for greater transparency and efficiency in the course of a project, particularly in the case of complex challenges where many influencing factors play a role. With a clearly defined problem, a structured approach and an open team culture, the Ishikawa diagram unfolds its full potential.

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